Job Evaluation and Position Classification Procedures

 

The following information is provided to assist managers with understanding the processes for job evaluation as it relates to determining position classification and staff wage grade. Please direct all questions to your HR Manager.

 

Jump to:

Position Classification

Staff Wage Grade Determination

When is a Job Evaluation Warranted?

When is a Job Evaluation Not Warranted?

Steps to Request a Job Evaluation

Communication of Job Evaluation Results

Job Description Questionnaire (JDQ) Form

Job Description Questionnaire Instructions

Job Description Commonly Used Action Verbs

Frequently Asked Questions

 

 

Position Classification

The “Fair Labor Standards Act (FLSA)” is federal legislation that protects workers from unfair labor practices.  It is administered by the U.S. Department of Labor Wage and Hour Division.  The FLSA provides specific criteria and guidance to aid in determining the classification of a position.  The nature of job duties and responsibilities, along with other considerations, define a position as “exempt” or “non-exempt.”

Exempt Jobs
Staff members in exempt jobs are not eligible for overtime pay in accordance with the FLSA.

Non-Exempt Jobs
Staff members in non-exempt jobs must be paid for all hours worked and are eligible for overtime in accordance with the FLSA (i.e. overtime is payable for hours worked in excess of 40 per week).

Determination of position classification is the responsibility of Human Resources and will be made concurrent with the following staff wage grade determination process, as appropriate. All positions are assumed to be non-exempt unless there is substantial evidence that demonstrates the position meets the exemption criteria.

 

Staff Wage Grade Determination

Jobs are evaluated and placed in a wage grade based on external market pricing and internal benchmarking. External market pricing looks at the pay being provided by organizations outside of RIT for the same or similar work. Internal benchmarking compares the job with similar roles within RIT taking into account a variety of factors such as:

  • Knowledge needed to perform the position responsibilities
  • Leadership and/or guidance that the position receives or provides to others
  • Level of analytical and problem solving skills required to do the work of the position
  • Position scope, level of responsibility and the resulting impact on the university, division, department and/or work group
  • Level of interpersonal/communication skills required to meet the responsibilities of the position

 

The wage grade structure for staff jobs supports alignment of RIT jobs to the current labor market.  The wage grade structure is reviewed on an annual basis to ensure that our pay levels continue to align with the external labor market.

 

When is a Job Evaluation Warranted?

A job evaluation may be warranted when:

  1. The job is a new role in the organization.
  2. The job is an existing position being vacated by an employee; the job may not have significantly and substantially changed but has not been reviewed in the last three years.
  3. The job is an existing position being vacated by an employee and is being repurposed with different responsibilities.
  4. The job is an existing position assigned to a current employee and the on-going job responsibilities have significantly changed from those currently documented. For example, the position:
    • assumes supervision of direct reports and/or
    • assumes management responsibility for a new functional area and/or
    • takes on significant and sustained changes in level of responsibility as a result of a departmental reorganization or evolving department needs

 

Please note that doing more of the same duties does not constitute a significant change in responsibilities.

 

When is a Job Evaluation Not Warranted?

A job evaluation is likely not warranted for an existing position when:

  1. The position has been evaluated in the past year.
  2. The position has not significantly or substantially changed on a sustained basis, for example:
    • The position now uses different tools to handle the same responsibilities, e.g. a new technology is implemented to handle manual processes or updates have been made to existing technology.
    • The volume of work has increased but the purpose and complexity of the work remains the same, e.g. a position may serve 200 students whereas previously it served 100 students.
    • Similar responsibilities have been added or the time spent on existing duties are reallocated.

The job description may be updated to clarify duties, reallocate job responsibilities, add or remove job duties that account for <25% of the job, or other similar marginal changes, however this will not be a basis for a job evaluation.

  1. A staff member attains an educational degree, unless this results in changes to the job, level of authority or scope of responsibility.  A job evaluation looks at the job’s duties and responsibilities and is not related to the incumbent’s qualifications or performance.
  2. The evaluation is requested as a means to reward high performance in the job.  Job evaluations are not intended as a vehicle to promote or reward people who perform well in their job, if their job responsibilities have not significantly changed.
  3. A staff member believes they are banded incorrectly as a result of a recent job posting. It is important to note that job postings may not fully represent the scope and complexity of the position’s responsibilities.  Human Resources applies a consistent, systematic process to evaluate all jobs, including internal comparison with same or similar roles prior to assigning a grade.

 

Steps to Request a Job Evaluation

STEP 1: Initiate a conversation with your HR Manager to ensure that a job evaluation request is appropriate (refer to the bullets above). 

Prepare a brief memo documenting the rationale for the request, ensuring completeness and accuracy of information.  In addition, please complete a new Job Description Questionnaire (JDQ).

When preparing the brief memo please consider the following:

  • What new, higher or lower level responsibilities were added to or taken away from the job?
  • Was there movement of responsibilities within the department?
  • If responsibilities were removed from the job, where did they go?
  • How does the position fit within the organization/department structure?
  • Do not include comments about an individual’s performance; the evaluation is based on job content.

 

When preparing the new JDQ, please bear in mind the following:

  • The job description must be written based on the requirements of the job, not on the person in the job.
  • A job description must be a true and accurate reflection of the essential responsibilities required to perform the job.
  • The levels of education or experience required for a job should reflect minimum requirements for satisfactory job performance, not an existing incumbent's credentials.

 

STEP 2:  Submit the JDQ and memo to your HR Manager.  If a job evaluation is warranted and additional information is needed, the HR Manager will schedule a meeting with the manager and compensation team to discuss. Prior to submitting to HR, please be sure to follow the local practices established by your college/division to obtain approval to initiate the evaluation request.

 

 

Timing and Communication of Job Evaluation Results

The turnaround time for evaluations will vary depending on the nature of the job evaluation. Positions that need to be posted will be evaluated first. This includes both new positions and positions that are posted to backfill vacancies. The compensation team will complete these job evaluations as soon as possible.

Job evaluations for existing jobs held by current employees may take longer to complete, depending on the volume of evaluation requests and whether the compensation team has all required information about the job and organization structure.

The HR Manager will communicate final results of the job evaluation to the manager/supervisor and discuss next steps as appropriate.

 

Frequently Asked Questions

What is a Job Description?

The Job Description includes information on specific responsibilities and requirements related to the job which are the basis for evaluating a job’s FLSA classification (exempt or non-exempt) and wage grade.  A job description captures the primary purpose of the job (why does the job exist) and not the marginal components of the role.  Essential job duties should be written concisely and in objective statements.

Job Descriptions should be reviewed when substantial and sustained changes in the essential requirements of the job occur.  Each Staff (non-faculty) position should have a completed Job Description form attached in the Oracle database.

Where can I find the list of salary/wage grades?

With the exception of Executive Salary Bands, all salary/wage grades can be accessed here on the HR Website.

How do I get a copy of my job description or the job description of one of my staff members?

Copies of job descriptions are available through Oracle RIT Supervisor Self-Service for supervisors and RIT Employee Self-Service for employees.  If you need a copy of your job description, please contact your supervisor.  You can also email your HR Manager

How can I update my Job Description?

We encourage all employees to review their job description on a regular basis to ensure it properly reflects their current job duties.  You should work with your manager/supervisor and your HR Manager to update your JDQ if necessary.

Will all changes to market bands result in a pay increase for the incumbent?

No. Changes in pay rates are determined independently of a position reclassification and are based upon many factors such as employee performance, current pay against market and department budget.

How do I make changes to positions in my department?

For information about postion control please refer to the Position Control Procedures webpage.

Who will tell my staff member what the results of a job evaluation are?

The HR Manager will communicate the evaluation outcome to the requesting manager/supervisor. The manager of the employee is responsible for discussing the results with the staff member, and should consult with their HR Manager for guidance as needed.